Process Mapping_Merged.pdf

6 UCD AgileUCD Inniúil 10 January 2020 Process mapping detail – the liner flow chart • Build the detailed sub-process map which underlies the process in the SIPOC • The three ‘actuals’ p

UCD Agile

UCD Inniúil

Guide to Process Mapping

Where to start… where to end…

What do you use process maps for?

This document looks at five key process mapping concepts Which ones you might use depends on why you are mapping.

This guide does not cover each of the process mapping techniques in detail or what software you might use For more information get in touch or check out

Our services page There are also more general resources available online

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• To document a process

• To assimilate knowledge• To help

understand a process

• To help improve a process

• To identify the ‘hidden factory’ in a process

• To find and focus on problem areas

Why map a process?

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The initial brain dump – just what process are we talking about?

• Where does the process actually start?

• What do we see the end point to be?

• What does it depend on?• Who is involved?• What’s the mega

scope of which this process is just a part?

• Just what do we want to be in scope?

• You start with an idea of the process and flesh it out…• and further flesh out the

fleshing out…• and look at what’s important

and what’s achievable…• then define the scope

boundary…• with the bigger context now

clearly in mind.

dependencies and other stakeholders.

• Helps process analysis through:

• Identifying gaps in requirements and the process outputs or inputs

responsible.• Identifying data collection needs.• Validating goal alignment and metric

alignment from customer to supplier.

SuppliersInputsProcessOutputsCustomers

• Customers’ requirements determine the outputs.

• Outputs determine the process which must produce them.

• The process places requirements on the inputs and the suppliers which provide them.

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Process mapping detail – the liner flow chart

• Build the detailed sub-process map which underlies the process in the SIPOC

• The three ‘actuals’ process mapping

• Go the to actual place and talk to the people

• Observe the actual process or service• Gather the actual facts

• Use this to map the flow of the process from trigger to (one or more) outcomes.

Linear flow charts• Document the task or process• The actions, decision points and

delays• Support the analysis of (relatively)

simple processes

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Process mapping - process deployment map

• For long or complex processes which involve multiple functions rather than flowing in one area.

• Information flow mapping (where the process is invisible)

• Identifying functional responsibilities (each function in its own ‘swimlane’).• Highlighting process handover points

between swimlanes (potential failure/complexity points).

• Helping highlight waste.

• You might start with a linear flow chart before spotting its complexity.• You might recognise the complexity of

the process from the SIPOC.• You might begin deployment mapping

because you know the issues are with multiple functions in the one process.

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Process mapping – detailed (IPO) process map

This is the most specific process map.• Identifies not just process flow but

input and output variables in the process

• Effective in investigating variation or identifying risks in the process• Generally only needed in focused

areas of the process where variation is high

• Identifying intermediate outputs is often useful in isolating causes of variation

• Identify the outputs ‘y’ of a given step

• Brainstorm the inputs ‘x’ which can cause variations in ‘y’

• Classify the inputs• Identify the critical inputs

beginning to end and maps every process in the material and information flow.

• VSM looks at

• Information flow• Process flow• Timelines• The key perspective is time

• Process time - the time taken to do the work

• Lead time - the time from start to finish

• As with the IPO process map, value stream mapping is primarily an analysis tool rather than simply recording a

process.• The VSM begins with the ‘as is’ of the

process and so is a detailed record of the process.

Process Mapping: Tools and Techniques

Process Mapping: Tools and Techniques

What is process mapping?

• process mapping is the task of defining what exactly a business does, who is responsible, and what is the standard by which the success of a business process can be judged

•http://www.appian.com/about-bpm/process-mapping-versus-process-modeling/

Process Mapping: Tools and Techniques

Why is process mapping important?

• Onboarding new employees Having a set of documented processes

for new employees to follow can shorten training time, put less strain on other staff members, and help to ensure consistency and

continuity of output

https://www.smartdraw.com/business-process-mapping/

Process Mapping: Tools and Techniques

Why is process mapping important?

• Communicating processes to others At times it is necessary to be

able to show a process to others The visual structure of a business process map makes it easier to understand the process without

having to read (and try to comprehend) a long, narrative description

https://www.smartdraw.com/business-process-mapping/

Process Mapping: Tools and Techniques

Why is process mapping important?

• Process improvement and re-engineering Once a process is

documented and understood, it can be analyzed to improve efficiency

https://www.smartdraw.com/business-process-mapping/

Process Mapping: Tools and Techniques

Steps Involved in Business Process Mapping

• Identify the process you want to document• Gather information from process participants via interviews or

observations• Identify the start and end points of your process• Break the process into distinct tasks and decision points

•https://www.smartdraw.com/business-process-mapping/

Process Mapping: Tools and Techniques

Basic Components of Business Process Mapping

• Process The overall workflow from a starting point to its successful

completion.

• Tasks or Activities Something performed by a person or a system.• Flows This is indicated on the process map by connecting lines and arrows.• Events These are triggers that cause a process to begin, end, or may

redirect a process to a different path.

• Gateways Decisions that can change the path of the process depending on

conditions or events.

• Participants Specifically naming the people or systems that perform the

tasks or activities.

https://www.smartdraw.com/business-process-mapping/

Process Mapping: Tools and Techniques

Primary Objective of Process Mapping: Visually display what happens in a process.

Top Down Flow Chart

Swim Lane Flow ChartSimple Process Flowchart

Process Mapping: Tools and Techniques

Graphic symbols represent the nature and the flow of the steps in a process:

Document or report

Activity

Input or output

Beginning or end

Direction of Flow

Decision

File or store

ManualInput

Process Mapping: Tools and Techniques

Enterprise Process Map for making a deposit using graphic symbols:

Process Mapping: Tools and Techniques

Top Down mapping generally does not use graphic symbols and is

defined by starting and stopping points, milestones and the how to of the process

Process Mapping: Tools and Techniques

Example of a Top Down Process Map:

www.odgroup.com/resources.asp

Process Mapping: Tools and Techniques

Top Down Mapping does not:

• Show who does what when.• Does not show activity processing time • Does not answer what if’s

Process Mapping: Tools and Techniques

Example of Swim Lane Process Map- Enterprise Gating Process

Process Mapping: Tools and Techniques

A swim lane process map sometimes called a cross-functional diagram, is a process flowchart that provides more information on who

does what than a top down It can also be expanded to show times—when tasks are done and how long they take

Process Mapping: Tools and Techniques

In a Swim Lane processes are grouped by placing them in lanes

1 Lanes can be either horizontal or vertical, depending on the process

flow diagram 2 Each lane is allocated to an actor or group of actors.3 Process steps which are performed by one an actor or group are

drawn in that person's lane 4 Arrows provide directions for hand off from lane to lane

Process Mapping: Tools and Techniques

Example of Swim Lane Map, Dr John Grout, Campbell School of Business

Process Mapping: Tools and Techniques

Swim lane maps take more time to develop.

• Help identify time traps—which processes take the longest—as well as capacity constraints, or which resources get bogged down because of work

• Ideally, after identifying the current process, teams should try to map out a better process, based on the information provided in the

diagram

Process Mapping: Tools and Techniques

• A simple process flowchart is probably the most versatile of the

commonly used flowchart types and can be applied to virtually anything

• A simple process flowchart shows inputs, activities, decisions and

outputs of a process, partial process, or even a single process step These are shown in a successive manner without denoting all the different functions within the concerned process

Process Mapping: Tools and Techniques

Example of a Simple Process Flowchart: Cashing a Check

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